Functions of Attitudes

Functions of Attitudes

Functions of Attitudes: According to a 1995 research based on a thorough assessment of employer questionnaires, “the most significant issue in hiring and the largest shortfall among new labour force entrants are the attitudes towards work that they bring with them to their new employment.” Attitudes may aid in the prediction of human behaviour in the workplace. Attitudes are also crucial to understand since they help individuals adjust to their work environment.

Four Functions of Attitudes (According to D. Katz)

• Functions of Attitudes of Adjustment

People’s attitudes may frequently assist them in adjusting to their work environment. Employees who are treated well are more likely to have a favourable attitude toward management and the organisation, while those who are not treated well are more likely to have a negative attitude toward management and the organisation. These attitudes aid workers in adjusting to their surroundings and serve as a foundation for future behaviour.

When well-treated workers are questioned about management or the company, they are more likely to say positive things. These personnel are also devoted to the company’s leadership. On the other hand, if workers are chastised or given minimal compensation increases, or if they are dissatisfied with their jobs, the opposite may be true.

• Functions of Attitudes of the Ego

Attitudes, in addition to assisting with adjustment, also assist people in defending their self-images. People often adopt and retain particular attitudes in order to safeguard their own self-image. Workers may, for example, feel threatened by the hiring or progress of minorities or women in their workplace. These employees who are endangered may develop biases towards the newcomers.

They may have the impression that such newcomers are less competent, and they may abuse them. This attitude, also known as an ego defence attitude, aids employees in protecting their ego. Employees utilise this ego protective attitude to cope with feelings of guilt or danger. This sort of mentality will not change until this sensation is eradicated.

• Functions of Attitudes for Expressing Values

People’s attitudes serve as a foundation for expressing their ideals. Our self-concept is intertwined with our value-expressive attitudes. A person whose value system is centred on freedom will be supportive of decentralised power in the workplace, flexible work hours, and other similar initiatives. Another individual with high ambition will be enthusiastic about a career with promising future possibilities and advancement opportunities.

As a way of demonstrating this principle, a manager who firmly believes in work ethics would likely to express opinions about certain persons or work practises. For example, a boss who wants a subordinate to work harder would say something like this. “You need to put forth more effort.” That has been the family’s custom since its inception. It helped us get to where we are now, and everyone is required to follow it.” As a result, one’s attitudes serve as a foundation for expressing one’s core value.

• Functions of Attitudes of Knowledge

Knowledge is often replaced by attitudes. Attitudes help individuals organise and understand the world around them by providing standards and frames of reference. Attitudes toward people, events, and things, regardless of how accurate a person’s vision of reality is, assist the individual in making sense of what is going on. One example is stereotyping. We may employ a stereotypical mindset to judge a person when we don’t know much about them.

Why is it important for managers to be aware of these attitude functions? Managers may benefit from such information in two ways. First and foremost, he will comprehend and anticipate how a certain individual would act. Second, it may aid management in influencing the views of others. They may do so by altering the circumstances that support the mindset.